A Behavioral Perspective for Governing Bodies

References

• Abramson, M.A.; and J.M.E. Kamensky. 2001. Managing for Results 2002. Lanham, MD: Rowman and Littlefield.
   Google Scholar
• Airoldi, G. 1991. “La gestione della Complessità.” Lecco Economia 11: 8–19.
   Google Scholar
• Amason, A. 1996. “Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams.” Academy of Management Journal 39(1): 123–148.
   Web of Science ®Google Scholar
• Andrews, K. 1981. “Corporate Strategy as a Vital Function of the Board.” Harvard Business Review 6(59): 174–184.
   Google Scholar
• Barberis, P. 1998. “The New Public Management and a New Accountability.” Public Administration 76(3): 451–470.
   Web of Science ®Google Scholar
• Baumgartner, F.R. and B. D. Jones. 1993. Agendas and Instability in American Politics. Chicago, IL: University of Chicago Press.
   Google Scholar
• Baysinger, B. and R. Hoskisson. 1990. “The Composition of Boards of Directors and Strategic Control: Effects on Corporate Strategy.” Academy of Management Review 15(1): 78–87.
   Web of Science ®Google Scholar
• Benz, M. and B. Frey. 2007. “Corporate Governance: What Can We Learn from Public Governance?” Academy of Management Review 32(1): 92–104.
   Web of Science ®Google Scholar
• Berg, S.V. 2007. “Conflict Resolution: Benchmarking Water Utility Performance.” Public Administration and Development 27(1): 1–11.
   Web of Science ®Google Scholar
• Bevir, M.; R.A.W. Rhodes; and P. Weller. 2003. “Traditions of Governance: Interpreting the Changing Role of the Public Sector.” Public Administration 81(1): 1–17.
   Web of Science ®Google Scholar
• Bonn, I. and J. Fisher. 2005. “Corporate Governance and Business Ethics: Insights from the Strategic Planning Experience. Corporate Governance: An International Review 13(6): 730–738.
   Web of Science ®Google Scholar
• Bozeman, B. 2002. “Public-Value Failure: When Efficient Markets May Not Work.” Public Administration Review 62(2): 145–61.
   Web of Science ®Google Scholar
• Brundin, E. and M. Nordqvist. 2008. “Beyond Facts and Figures: The Role of Emotions in Boardroom Dynamics.” Corporate Governance: An International Review 16(4): 326–341.
   Web of Science ®Google Scholar
• Bryson J.M. 2004. “What to Do When Stakeholders Matter: Stakeholder Identification and Analysis Techniques.” Public Management Review 6(1): 21–53.
   Google Scholar
• Buchanan, J.M. 1972. Theory of Public Choice. Ann Arbor: University of Michigan Press.
   Google Scholar
• Cornforth, C. 2003. The Governance of Public and Non-Profit Organizations: What Do Boards Do?. London: Routledge.
   Google Scholar
• Crozier, M. 1963. Le Phénomène Bureaucratique. Paris: Sevill.
   Google Scholar
• Cuervo, A. and B. Villalonga. 2000. “Explaining the Variance in the Performance Effects of Privatization.” Academy of Management Review 25(3): 581–590.
   Web of Science ®Google Scholar
• Daft, R.L. and K.E. Weick. 1984. “Toward a Model of Organizations as Interpretive Systems.” Academy of Management Review 9(2): 284–295.
   Web of Science ®Google Scholar
• Daily, C.M.; D.R. Dalton; and A.A. Cannella. 2003. “Corporate Governance: Decades of Dialogue and Data.” Academy of Management Review 28(3): 371–382.
   Web of Science ®Google Scholar
• Davenport, S. and S. Leitch. 2005. “Circuits of Power in Practice: Strategic Ambiguity as Delegation of Authority.” Organization Studies 26(11): 1603–1623.
   Web of Science ®Google Scholar
• Decastri, M. 2005. “Amministrazione Pubblica e Stereotipi. Alla Ricerca della Burocrazia Perduta.” In Economia delle Aziende Pubbliche, ed. M. Decastri L. Hinna M. Meneguzzo and R. Mussari 331–380. Milano: McGraw-Hill.
   Google Scholar
• Dunn, D.D. and J.S. Legge. 2002. “Politics and Administration in U.S. Local Governments.” Journal of Public Administration Research and Theory 12(3): 401–422.
   Web of Science ®Google Scholar
• Dunsire, A. 1995. “Administrative Theory in the 1980s: A Viewpoint. Public Administration 73: 17–40.
   Web of Science ®Google Scholar
• Dutton, J. and S. Jackson. 1987. “Categorizing Strategic Issues: Links to Organizational Action.” Academy of Management Review 12(1): 76–90.
   Web of Science ®Google Scholar
• Eisenhardt, K.M. 1989. “Agency Theory: An Assessment and Review.” Academy of Management Review 14(1): 57–74.
   Web of Science ®Google Scholar
• Farrell, C.M. 2005. “Governance in the UK Public Sector: The Involvement of the Governing Board.” Public Administration 83(1): 89–110.
   Web of Science ®Google Scholar
• Fields, D. 2007. “Governance in Permanent Whitewater: The Board’s Role in Planning and Implementing Organizational Change.” Corporate Governance: An International Review 15(2): 334–344.
   Web of Science ®Google Scholar
• Forbes, D.P. and F.J. Milliken. 1999. “Cognition and Corporate Governance. Understanding Boards of Directors as Strategic Decision-Making Groups.” Academy of Management Review 24(3): 489–505.
   Web of Science ®Google Scholar
• Gabriellsson, J. and M. Huse. 2004. “Context, Behavior and Evolution. Challenges in Research on Boards and Governance.” International Studies of Management and Organization 34(2): 11–36.
   Google Scholar
• Galbraith, J.R. 1977. Organization Design. Reading, MA: Addison-Wesley.
   Google Scholar
• Ginsberg, A. 1988. “Measuring and Modeling Changes in Strategy: Theoretical Foundations and Empirical Directions.” Strategic Management Journal 9(6): 559–575
   Web of Science ®Google Scholar
• Gnan, L.; A. Hinna; and D. Scarozza. 2013. “Leading Organizational Changes in Public Sector. Building Blocks in Understanding Boards Behavior.” In Studies in Public and Non-Profit Governance—Conceptualizing and Researching Governance in Public and Non-Profit Organizations, ed. T. Bovaird C. Cornforth C. Farrell., G. Gnan A. Hinna and F. Monteduro 57–89. Bingley, UK: Emerald Group Publishing Limited.
   Google Scholar
• Goodstein, J.; K. Guatam; and W. Boeker. 1994. “The Effects of Board Size and Diversity on Strategic Change.” Strategic Management Journal 15(3): 241–250.
   Web of Science ®Google Scholar
• Gouldner, A.W. 1954. Patterns of Industrial Bureaucracy. Glencoe: Free Press.
   Google Scholar
• Hansen, K.M. and N. Ejersbo. 2002. “The Relationship between Politicians and Administrators—A Logic of Disharmony.” Public Administration 80(4): 733–750.
   Web of Science ®Google Scholar
• Hendry, K. and G.C. Kiel. 2004. “The Role of the Board in Firm Strategy: Integrating Agency and Organizational Control Perspectives.” Corporate Governance 12(4): 189–205.
   Web of Science ®Google Scholar
• Hinna, A.; E. De Nito; and G. Mangia. 2010. “Board of Directors within Public Organizations: A Literature Review.” International Journal of Business Governance and Ethics 5(3): 131–156.
   Google Scholar
• Hood, C. and M. Jackson. 1991. Administrative Argument. Aldershot, UK: Dartmouth.
   Google Scholar
• Huse, M. 2007. Boards, Governance and Value Creation. Cambridge: Cambridge University Press.
   Google Scholar
• ———. 2009. The Value Creating Board. London and New York: Routledge.
   Google Scholar
• Huse, M. and V. Rindova. 2001. “Stakeholders’ Expectation to Boards of Directors: The Case of Subsidiary Boards.” Journal of Management and Governance 5(2): 153–178.
   Google Scholar
• Jacobs, L.R. and R.Y. Shapiro. 2000. Politicians Don’t Pander, Political Manipulation and the Loss of Democratic Responsiveness. Chicago: University of Chicago Press.
   Google Scholar
• Jehn, K.A. 1997. “A Qualitative Analysis of Conflict Types and Dimensions in Organizational Groups.” Administrative Science Quarterly 42(3): 530–557.
   Web of Science ®Google Scholar
• Jørgensen, T.B. 1999. “The Public Sector in an in-between Time: Searching for New Public Values.” Public Administration 77(3): 565–584.
   Web of Science ®Google Scholar
• Kotter, J.P. 1995. “Leading Change: Why Transformation Efforts Fail.” Harvard Business Review 73(2): 59–67.
   Web of Science ®Google Scholar
• Kumar, K. and M. Thibodeaux. 1990. “Organizational Politics and Planned Organizational Change.” Group and Organization Management 15(4): 357–365.
   Web of Science ®Google Scholar
• Lord, W.B. 1979. “Conflict in Federal Water Resource Planning.” Water Resources Bulletin 15(5): 1226–1235.
   Google Scholar
• Lowndes, V. and D. Wilson. 2003. “Balancing Revisability and Robustness? A New Institutionalist Perspective on Local Government Modernization.” Public Administration 81(2): 275–298.
   Web of Science ®Google Scholar
• McNulty, T. and A. Pettigrew. 1999. “Strategists on the Board.” Organization Studies 20(1): 47–54.
   Web of Science ®Google Scholar
• Merton, R.K. 1949. Social Theory and Social Structure. New York: Free Press.
   Google Scholar
• Miller, D. and P.H. Friesen. 1977. “Strategy-Making in Context: Ten Empirical Archetypes.” Journal of Management Studies 14(3): 253–280.
   Web of Science ®Google Scholar
• Mintzberg, H. 1987. “Five P’s for Strategy.” California Management Review 30(1): 11–24.
   Web of Science ®Google Scholar
• Moore, M. 1995. Creating Public Value. Cambridge, MA: Harvard University Press.
   Google Scholar
• Moore, M. and J. Hartley. 2008. “Innovations in Governance.” Public Management Review 10(1): 3–20.
   Web of Science ®Google Scholar
• Narayanan, V.K. and L. Fahey. 1982. “The Micro-Politics of Strategy Formulation.” Academy of Management Review 7(1): 25–34.
   Google Scholar
• Perrow, C. 1986. Complex Organizations: A Critical Essay. New York: McGraw-Hill.
   Google Scholar
• Peters, G.B. and J. Pierre. 1998. “Governance without Government? Rethinking Public Administration.” Journal of Public Administration Research and Theory 8(2): 223–243.
   Google Scholar
• Pondy, L.R. 1967. “Organizational Conflict: Concepts and Models.” Administrative Science Quarterly 12(3): 296–320.
   Web of Science ®Google Scholar
• Schweiger, D.M. and W.R. Sandberg. 1989. “The Utilization of Individual Capabilities in Group Approaches to Strategic Decision-Making.” Strategic Management Journal 10(1): 31–43.
   Web of Science ®Google Scholar
• Selznick, P. 1949. TVA and the Grass Roots: A Study in the Sociology of Formal Organization. New York: Harper & Row.
   Google Scholar
• Stiles, P. and B. Taylor. 2001. Board at Work: How Directors View Their Roles and Responsibilities. Oxford: Oxford University Press.
   Google Scholar
• Weber, M. 1922. Wirtschaft und Gesellschaft. Mohr: Tübingen.
   Google Scholar
• West, W.F. and R. Durant. 2000. “Merit, Management, and Neutral Competence: Lessons from the U.S. Merit Systems Protection Board.” Public Administration Review 60(2): 111–122.
   Web of Science ®Google Scholar
• Whetten, D.A. 1978. “Coping with Incompatible Expectations: An Integrated View of Role Conflict.” Administrative Science Quarterly 23(2): 254–271.
   Web of Science ®Google Scholar
• Wright, B.E. 2004. “The Role of Work Context in Work Motivation: A Public Sector Application of Goal and Social Cognitive Theories.” Journal of Public Administration Research and Theory 11(4): 559–586.
   Web of Science ®Google Scholar
• Zahra, S.A. and J.A. Pearce. 1989. “Board of Directors and Corporate Performance: A Review and Integrative Model.” Journal of Management 15(2): 291–334.
   Web of Science ®Google Scholar